01Challenge
The bank was under sustained shareholder pressure to improve performance, and leadership had committed to a more concentrated turnaround and growth plan. The difficulty lay in execution. Much of the business was not yet engaged with the transformation, and with limited time and resources there was no agreed way to decide which work best served the strategy.
There was also no performance management system. Leadership could not measure the quality or impact of work underway, so they lacked the data to make informed decisions or to track progress with confidence.
02What we did
Holly began by working inside the key divisions to understand their current priorities, ways of working and delivery maturity. With the Chief Transformation Officer, she led change management, communications and engagement, and concentrated the effort on three interventions.
The first was a group-wide Balanced Scorecard, with key performance indicators set against the bank's twelve strategic objectives. Each measure was baselined against the previous year's performance and linked to current-year targets, so leadership could see which objectives were on track and which needed attention.
The second was a quarterly Objectives and Key Results cycle, cascaded from the executive team to every employee. This connected individual priorities and team delivery to the bank's strategic direction.
The third was a set of customer-focused Mini Hacks. Holly designed and ran a two-week sprint in which 20 teams looked for high-impact improvements to customer experience and operational efficiency.
03Outcome
The bank gained a working mechanism for turning strategy into measurable execution. The Balanced Scorecard gave leaders and shareholders a shared view of progress against each strategic objective and a firmer basis for decisions.
The quarterly cycle gave employees clear priorities tied to the strategy, measurable expectations, and a practical route to improving performance maturity through the year.
The Mini Hacks identified more than 50,000 customer hours in first-year savings, and a significant proportion of those savings had already been secured. The work also helped employees connect with the strategy and established the Transformation Office as the bank's main vehicle for delivering strategic change.
*Some case studies describe work delivered before forming Beacon58.
